Organizational design based on processes and strategy

Author: Meng Xiangguo
Publisher:
Publish Date: 2003-07-01
Features: Organizational design is not a new concept, but after the continuous corporate crises in the late 20th century and early 21st century, shareholders, society, and employees have been paying attention to organizational design from different perspectives. What kind of organizational structure and operational model can simultaneously ensure safety, efficiency, and value creation? In fact, the foundation of all this depends on core processes. If there is any difference between this and traditional organizational design, the key distinction lies in whether it focuses on core processes. The fundamental sign of core processes is their ability to create value for customers. If they cannot create value for customers, then an organization will not have true long-term benefits. Therefore, to pursue value maximization or narrow interest maximization, the key lies in the structure and optimization of core processes. Without core processes, organizational design cannot be optimal, and the resulting management system naturally cannot meet the requirements of safety, efficiency, and value creation. The author cannot guarantee that the views in this book are always correct, but at least they are the result of the collision between theory and practice. During the writing of this book, the author not only referenced a large number of relevant articles and monographs from domestic and foreign sources but also carefully analyzed the actual situations of dozens of companies of different types—the author's nearly six years of experience in customer-related work provided the conditions for this work.